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Viewing report
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Retail Banking Strategies 2011 – The Critical Dimensions for Excellence
Searching Finance, Jan 2011, Pages: 110
Retail Banking Strategies 2011 – the Critical Dimensions for Excellence identifies and analyses management excellence in key dimensions such as: Business models: Is there one best business model? Which ones have outperformed others? And why? Is a pure retail bank a viable model? If not, why not? How does the retail function interact with other units in the successful banks? How do the successful banks – especially those in diversified models – ensure that customer relationships are effectively managed? What is the culture of a successful retail model? How have once-successful retail models lost their effectiveness? Product range. Priorities, range, evolution, breadth, profitability, pricing and other central elements. Client base: With the enhanced importance of the customer post the financial crisis, four key dimensions of the customer base are examined: how the bank prioritises the segments of this base; views on their clients’ needs and behaviour; how performance in serving the client is measured; and the impact of new bank regulation, introduced since the crisis, largely to protect the customer. Geographic scope: How the ‘back to basics’ theme from the banking crisis is echoed in the geographic scope of bank retail strategies.
Retail distribution channels:
- How the four dimensions of channel management are reflected in bank strategies: the theoretical role of the branch and other channels; the challenge of integrating the channels; trends in channel management; and unresolved issues for the future.
Retail leadership and culture:
- Is there a unique culture or leadership style in successful retail banks
- How might it differ from other businesses
- What can we learn from the management style and culture of the case studies of excellence
Cost base and bank operating systems:
- What factors drive the wide difference in perceived bank cost/income ratios
- What is the relative importance of a bank’s core system in contrast to other factors, such as discipline in cost management
- How are banks attempting to reduce their cost base, and what might be the likely outcome
- What are the systems issues facing a bank’s management, and how might they be resolved
Risk management and regulation:
- How bank decision-making structures have been impacted; and the future outlook; and how effectively bank management might deal with risk in the future.
The impact of the banking crisis on retail bank profitability:
- The drivers of future profitability; and the likely outcomes in terms of bottom line returns on equity.
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